module 4: managing change in the fire service environment

Shaping the FutureShaping the Future OHT 4.OHT 4.11

MODULE 4:MODULE 4:

MANAGING CHANGE IN THE MANAGING CHANGE IN THE FIRE SERVICE ENVIRONMENTFIRE SERVICE ENVIRONMENT


TERMINAL OBJECTIVETERMINAL OBJECTIVE

The students will be able to explain The students will be able to explain why people resist change and develop why people resist change and develop strategies for implementing change strategies for implementing change within the fire service environment.within the fire service environment.


ENABLING OBJECTIVESENABLING OBJECTIVES

The students will:The students will:• Discuss the concept of resistance to change for Discuss the concept of resistance to change for

both people and organizations.both people and organizations.• Describe strategies for implementing change in Describe strategies for implementing change in

the fire service environment.the fire service environment.• Describe importance of the manager serving as Describe importance of the manager serving as

agent for change within the organizationagent for change within the organization• Describe the steps to be used for monitoring Describe the steps to be used for monitoring

changes and evaluate their results.changes and evaluate their results.


"There is nothing more difficult to "There is nothing more difficult to take in hand, more perilous to take in hand, more perilous to conduct, more uncertain in its conduct, more uncertain in its success, than to take the lead in the success, than to take the lead in the introduction of a new order of introduction of a new order of things." things."

- Machiavelli, 1537- Machiavelli, 1537


CHANGECHANGE

Making something different, Making something different, to modify, to make distinctly to modify, to make distinctly different from what wasdifferent from what was


FORCES CAUSING CHANGEFORCES CAUSING CHANGE

• Changing economic structureChanging economic structure

• New and developing technologyNew and developing technology

• New demands by citizens/ customersNew demands by citizens/ customers

• Federal, state, and local mandatesFederal, state, and local mandates

• Competition and privatizationCompetition and privatization


FUTURE CHANGES FACING THE FUTURE CHANGES FACING THE FIRE SERVICEFIRE SERVICE

• ADAADA• Downsizing/RightsizingDownsizing/Rightsizing• New hazardous materialsNew hazardous materials• TerrorismTerrorism• Environmental concernsEnvironmental concerns• Age discriminationAge discrimination• Federal health programsFederal health programs• Incident Management SystemIncident Management System


• Consolidation/RegionalizationConsolidation/Regionalization

• Modular fire apparatusModular fire apparatus

• Department imageDepartment image

• New mission statementsNew mission statements

• Solid-state SCBASolid-state SCBA

• Reduction in federal and state training supportReduction in federal and state training support

• Demands for quality improvementsDemands for quality improvements

• Third-dimension simulationThird-dimension simulation

FUTURE CHANGES FACING THE FIRE FUTURE CHANGES FACING THE FIRE SERVICE (cont'd)SERVICE (cont'd)


• Disaster preparednessDisaster preparedness

• Increased cultural diversityIncreased cultural diversity

• Personal liability issuesPersonal liability issues

• GangsGangs

• Fewer volunteersFewer volunteers

• New extinguishing agentsNew extinguishing agents

• Helmet radio systemsHelmet radio systems

• Reinventing governmentReinventing government

• Transformational leadershipTransformational leadership



• Alternate fuel vehiclesAlternate fuel vehicles

• GEO positioning systemsGEO positioning systems

• Business approachesBusiness approaches

• PrivatizationPrivatization

• Managed health careManaged health care



The one thing certain about The one thing certain about change is that it will always be change is that it will always be with us.with us.


"Few organizations can be "Few organizations can be characterized as having a high level of characterized as having a high level of trust between employees and trust between employees and management, and consequently it is management, and consequently it is easy for misunderstandings to develop easy for misunderstandings to develop when change is introduced."when change is introduced."

-Kotter and Schlesinger, 1983-Kotter and Schlesinger, 1983


FOUR REASONS PEOPLE FOUR REASONS PEOPLE RESIST CHANGERESIST CHANGE

• Desire not to lose something of valueDesire not to lose something of value

• Misunderstanding the changeMisunderstanding the change

• Belief that change will not improve Belief that change will not improve the organizationthe organization

• A low personal tolerance for changeA low personal tolerance for change


HOW PEOPLE REACT TO HOW PEOPLE REACT TO CHANGECHANGE

• Willing to accept the changeWilling to accept the change

• Change to avoid getting into trouble, but Change to avoid getting into trouble, but do not believe in the changedo not believe in the change

• Say they will accept change, but never Say they will accept change, but never actually do soactually do so

• Openly oppose the change and refuse to Openly oppose the change and refuse to accept itaccept it


BARRIERS TO SUCCESSFUL BARRIERS TO SUCCESSFUL CHANGE IMPLEMENTATIONCHANGE IMPLEMENTATION

• Lack of visionLack of vision

• History of poor implementationHistory of poor implementation

• Lack of middle-management supportLack of middle-management support

• Lack of understandingLack of understanding

• Environment of low risk-takingEnvironment of low risk-taking

• No-consequence managementNo-consequence management


• Lack of planning for resistanceLack of planning for resistance

• Lack of timeLack of time

• Lack of union supportLack of union support

• Lack of synergyLack of synergy

• Rhetoric unsupported by resultsRhetoric unsupported by results

BARRIERS TO SUCCESSFUL BARRIERS TO SUCCESSFUL CHANGE IMPLEMENTATION CHANGE IMPLEMENTATION

(cont'd)(cont'd)


The most important The most important tool available to the tool available to the manager in having manager in having change accepted change accepted within an within an organization is the organization is the level of trustlevel of trust established between established between employees and the employees and the administration.administration.


FOUR STRATEGIES FOR FOUR STRATEGIES FOR BUILDING EMPLOYEE BUILDING EMPLOYEE

CONFIDENCECONFIDENCE

1.1. Identify who will be most affected by the Identify who will be most affected by the change and involve them in the decision change and involve them in the decision process.process.

– Builds employee commitmentBuilds employee commitment

– Increases employee motivationIncreases employee motivation


2.2. Work to build trust between employees Work to build trust between employees and administration.and administration.

– Trust is basis of human relationshipsTrust is basis of human relationships

– Trust takes time and effort to developTrust takes time and effort to develop

FOUR STRATEGIES FOR FOUR STRATEGIES FOR BUILDING EMPLOYEE BUILDING EMPLOYEE CONFIDENCE (cont'd)CONFIDENCE (cont'd)


3.3. Empower employees to increase "buy Empower employees to increase "buy in" and productivity.in" and productivity.

– Have employees "own" the goals of Have employees "own" the goals of organizationorganization

– Encourages commitment and Encourages commitment and motivationmotivation



4.4. Hold employees accountable for their Hold employees accountable for their work.work.

– When combined with empowerment, When combined with empowerment, major benefits come to the organizationmajor benefits come to the organization



"The difference between a "The difference between a successful change or innovation successful change or innovation and an unsuccessful one lies in the and an unsuccessful one lies in the capabilities of management capabilities of management personnel within a particular fire personnel within a particular fire department."department."

- Joseph N. Baker- Joseph N. Baker


WHEN IMPLEMENTING CHANGE, WHEN IMPLEMENTING CHANGE, MIDDLE MANAGERS SHOULDMIDDLE MANAGERS SHOULD

• Advise employees of the details of the Advise employees of the details of the change.change.

• Discuss reasons for the change and its Discuss reasons for the change and its benefits.benefits.

• Discuss expected changes in existing work Discuss expected changes in existing work patterns.patterns.

• Discuss advantages to be gained Discuss advantages to be gained throughout department.throughout department.


FOUR STAGES OF FOUR STAGES OF TRANSITION TO CHANGETRANSITION TO CHANGE

Stage 1 - StockStage 1 - Stock

Stage 2 - RetreatStage 2 - Retreat

Stage 3 - AcknowledgmentStage 3 - Acknowledgment

Stage 4 - Adaptation and changeStage 4 - Adaptation and change


MANAGING STAGE 1: SHOCKMANAGING STAGE 1: SHOCK

• Help employees look for common groundHelp employees look for common ground• Give regular information and visible Give regular information and visible

supportsupport• Provide safety netsProvide safety nets– Clear statements of expectationsClear statements of expectations– Treat with time and emotional supportTreat with time and emotional support


• Help employees identify what Help employees identify what they're holding ontothey're holding onto

• Identify areas of stabilityIdentify areas of stability

• Encourage a risk-taking Encourage a risk-taking environmentenvironment

MANAGING STAGE 2: MANAGING STAGE 2: RETREATRETREAT


• Involve people in planning and Involve people in planning and decisionmakingdecisionmaking

• Point out that organization will Point out that organization will provide supportprovide support

• Emphasize that everyone is learningEmphasize that everyone is learning

MANAGING STAGE 3: MANAGING STAGE 3: ACKNOWLEDGMENTACKNOWLEDGMENT


• Implement the planImplement the plan

• Ensure monitoring so information Ensure monitoring so information flowsflows

• Make corrections and communicate Make corrections and communicate themthem

MANAGING STAGE 4: MANAGING STAGE 4: ADAPTATION AND CHANGEADAPTATION AND CHANGE


SUMMARYSUMMARY

• Develop strategies for implementing Develop strategies for implementing changechange

– Gain employee confidence and trustGain employee confidence and trust

• Mid-level manager introduces, Mid-level manager introduces, communicates, and manages changecommunicates, and manages change

• Proper monitoring and evaluating Proper monitoring and evaluating techniques are crucialtechniques are crucial

module 4: managing change in the fire service environment

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